toolkit #3
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The Systems Analysis Toolkit
Project Management Tools
Systems Analysis and Design Fourth Edition
Systems Analyst’s Toolkit
Part 3 Project Management Tools
Systems Analysis and Design Fourth Edition
Objectives
Describe project management tools and how they are used
Describe the steps used in project planning
Explain the project estimating processDescribe the different scheduling
tools, including Gantt charts and PERT/CPM charts
Systems Analysis and Design Fourth Edition
Objectives
Calculate completion times, start dates, and end dates for a project
Explain the tasks of project monitoring, control, and reporting
Explain the steps involved in software change control
Understand the reasons why projects sometimes fail
Systems Analysis and Design Fourth Edition
Introduction
The Systems Analyst’s Toolkit explainsProject management tools and
techniques including planning, estimating, scheduling, monitoring, control, reporting, and the use of project management software
Gantt charts and PERT/CPM that can be used to schedule and monitor projects and changes
Systems Analysis and Design Fourth Edition
Project Management
Project management is the process of defining, planning, organizing, leading, and controlling the development of an information system
Project management is important throughout the SDLC, and especially during the systems implementation phase
Systems Analysis and Design Fourth Edition
Project Management
Project management overviewGoal is to deliver a system that is
acceptable to users, on time, and within budget
Every project must have a project manager, or project leader
Most large projects also have a project coordinator who handles administrative matters and relationships with users
Systems Analysis and Design Fourth Edition
Project Management
Management functionsPlanning: identifying and planning project
tasks and estimating completion times and costs
Organizing: staffing, including selecting the project team and assigning responsibilities to team members
Leading or directing: guiding, supervising, and coordinating the team’s workload
Controlling: monitoring progress, evaluating results, and taking necessary corrective action
Systems Analysis and Design Fourth Edition
Project Management
Project planningA project plan is an overall framework for
managing costs and schedulesThe planning process involves
Activities (tasks)Events (milestones)
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Systems Analysis and Design Fourth Edition
Project Estimating
Factors that project managers must considerSize of the project
A project that is twice as large as another will require considerably more than twice the resources
As the size of the project grows, the number of interfaces grows even faster
Capabilities of team members
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Click to see Figure 3-2 Click to see Figure 3-2 Package
Systems Analysis and Design Fourth Edition
Project Estimating
Developing time and cost estimatesProject size and scopeIT resourcesPrior experienceConstraints
Systems Analysis and Design Fourth Edition
Project Scheduling
The project manager must knowThe duration of each taskThe order in which the tasks will be
performedThe start and end times for each activityWho will be assigned to each task
Assignments should not overload or under-utilize team members
A level workload is desirable
Systems Analysis and Design Fourth Edition
Scheduling Tools
A project manager can use several graphical planning toolsGantt chartsPERT/CPM charts
Systems Analysis and Design Fourth Edition
Scheduling Tools
Gantt chartsA Gantt chart is a horizontal bar chart
that illustrates a scheduleTime is shown on the horizontal axis and
activities are arranged verticallyThe position of a bar shows the start and
end of a task, and the length of the bar shows the task’s duration
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Systems Analysis and Design Fourth Edition
Scheduling Tools
Gantt chartsTasks can be combined into activity
groups to simplify the chartVarious methods exist for tracking
progress Shade the completed portion of a barUse a triangle or arrowhead as an indicatorUse a second bar to show the completed
work
Click to see Figure 3-6 Click to see Figure 3-6 Package
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPMThe Program Evaluation Review
Technique (PERT) and the Critical Path Method (CPM) were developed separately but now are referred to as PERT/CPM
A PERT/CPM chart displays a project as a network diagram, with activities shown as vectors, and events represented by nodes
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPMThe vectors representing tasks connect
the nodes, which indicate milestonesThe activity’s estimated duration is
shown below the vector
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Click to see Figure 3-7a Click to see Figure 3-7a Package
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPMThe vectors representing tasks connect
the nodes, which indicate milestonesThe activity’s estimated duration is
shown below the vectorTasks that must be completed in a
specific sequence are called dependent, or serial, tasks
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Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPMThe vectors representing tasks connect
the nodes, which indicate milestonesThe activity’s estimated duration is shown
below the vectorTasks that must be completed in a
specific sequence are called dependent, or serial, tasks
Dummy activities can be used to show task dependencies
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Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPMA project can be represented with a
Gantt chart and a PERT/CPM chartSignificant differences exist between the
two methods, and each method has strengths and weaknesses
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Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPMActivity duration
A weighted formula can be used to estimate activity duration
The formula calculates a weighted result based on three separate estimates (optimistic (O), pessimistic (P), and most likely (M))
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPM Earliest completion times
The earliest completion time for an activity is called the ECT
The ECT is the minimum amount of time needed to complete all the activities that precede the event
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Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPMEarliest completion times
Working from left to right on the chart, the ECT is calculated by taking the ECT of the preceding event and adding the duration of the immediately preceding task
If the event has more than one preceding task, use the largest ECT of the preceding tasks, including any dummy tasks
The ECT is shown as a number in the upper-right section of the event node symbol
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPMLatest completion times
The latest completion time for an activity is called the LCT
The LCT is the latest time at which the event can occur without delaying the overall project
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPMLatest completion times
To determine an LCT, you reverse the procedure for an ECT
Work from right to left, and subtract the LCT of the following task
If the event has more than one following task, use the smallest LCT of the following tasks, including any dummy tasks
The LCT is shown as a number in the lower-right section of the event node symbol
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPMLatest completion times
The slack time for an event is the amount of time by which an event can be late without delaying the project
The slack time is the difference between the LCT and the ECT, if any
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPMCritical path
A critical path is a series of events and activities with no slack time
At least one complete path will exist where every node has equal ECTs and LCTs
If any task on the critical path is delayed beyond its LCT, the entire project falls behind by that amount of time
Project managers focus on the critical path in order to keep the project on track
Systems Analysis and Design Fourth Edition
Project Monitoring, Controlling,and ReportingProject monitoring and control
Project managersSet standardsEnsure that they are followedKeep track of the progress of team membersCompare actual progress to the planVerify the completion of project milestones
Systems Analysis and Design Fourth Edition
Project Monitoring, Controlling,and ReportingProject scheduling
Spend adequate time planning up frontAnticipate problems, identify potential
solutions, and select best way to solve problem
Systems Analysis and Design Fourth Edition
Project Reporting
The project manager must Collect the informationVerify the informationOrganize the informationEvaluate the informationPrepare a summarySubmit a report to management
Systems Analysis and Design Fourth Edition
Project Reporting
Project status meetingsProject managers schedule regular
status meetings with the systems development teamShare informationUpdate the groupIdentify problems or delaysExplain new techniquesOffer comments to team membersConduct brainstorming sessions
Systems Analysis and Design Fourth Edition
Project Reporting
Project status reportsA project manager must report regularly to
a supervisor, upper managers, and usersWhen to inform others of potential
problemsToo soon, and the manager might lose
credibility by reporting on minor problemsToo late, and there might not be time for a
solution to a serious problemBest course of action is somewhere between
the two extremes
Systems Analysis and Design Fourth Edition
Project Management Software
A software package, such as Microsoft Project, offers many featuresPERT/CPM and Gantt chartsResource schedulingProject calendarsCost tracking and cost-benefit analysisPrinted reports and screen displays
Computer-generated screens show activities as nodes, with vectors connecting the tasks and indicating task dependencies
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Systems Analysis and Design Fourth Edition
Software Change Control
Software change control is the process of managing and controlling changes requested after the system requirements document has been approvedChanges are inevitableA typical control procedure has four steps
1. Complete a change request form2. Take initial action on the request3. Analyze the impact of the requested change4. Determine the disposition of the requested
change
Click to see Figure 3-13 Click to see Figure 3-13 Package
Systems Analysis and Design Fourth Edition
Keys to Project Success
Successful systems must satisfy business requirements, meet users’ needs, stay within budget, and be completed on time
The essential objective is to provide a solution to a business problem
Systems Analysis and Design Fourth Edition
Keys to Project Success
Some reasons for failureUnclear requirements, targets, or scopeShortcuts or sloppy workPoor design choicesInsufficient testing or test proceduresLack of software change controlChanges in culture, funding, or objectivesUnrealistic cost estimatesPoor monitoring and control of progressInadequate reaction to early signs of problemsFailure to recognize activity dependenciesPersonality conflicts and employee turnover
Systems Analysis and Design Fourth Edition
Keys to Project Success
When the project manager recognizes a problem, what options are available?Trim the project requirementsAdd to the project resourcesDelay the project deadlineImprove the quality of project management
Whatever the reason, the project manager must try to get the project back under control and keep it under control
EndTookit Part 3